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Turnover on the Psychological Contract Analysis and Countermeasures

[Abstract] Turnover investment in human capital will result in loss of business and human resources re-configuration costs. Therefore, the impact of employee turnover factors and mechanism of human resources management in recent years an important research topic. This paper argues that employee turnover intention and turnover behavior and the accumulation of psychological contract breach and employees about their perception, the establishment and maintenance of psychological contracts and psychological contract violation of human resource management after the compensation measures, for employee turnover and other negative behaviors tend to elimination of positive significance. [Key words] psychological contract; psychological contract violation; leave I. Introduction business as a profit organization, seeking to maximize profits of their business objectives, and The realization of this goal depends largely on the size of the stock of human capital and workforce stability, if a company does not expect employee turnover, it will bring many negative effects to the enterprise, and create social capital waste. Therefore, understanding the reasons for employee turnover, retain and motivate talented people to become the theory of industry and business attention to the reality. Generally speaking, employees and the end of the employment relationship between employers, employees leave the company's behavior as the original departure. Turnover in nature can be divided into voluntary separation and involuntary employee separations. Including the voluntary separation of staff resignation and retirement; involuntary separations, including dismissal of employees and collective redundancies. In all types of leave, retirement age structure of the enterprise have a positive update the value of collective redundancy is a sporadic basis, usually not considered in the termination analysis. Enterprise dismiss employees because of their punitive, in leaving only a very small part of the whole. Therefore, the management of employee turnover, companies need real concern is the management of the staff resigned. Resignation can be divided into two cases. One is the corporate culture, or does not comply with the requirements of the enterprise competition in the internal performance evaluation was included in a competition out of the ranks of employees, companies often pay through the low, slow way of promotion and other system or implied Staff voluntarily resigned. Another is the real meaning of internal brain drain, that is, those who favor the growth of business operations and employee turnover. We have to investigate later this type of employee turnover. Second, employee turnover management, the main research results the early 20th century, theorists began to study on employee turnover, the study focused on the two areas. On the one hand is the outcome variables of employee turnover, the turnover of the costs, advantages and disadvantages of business development; the other hand, is the antecedent variables of employee turnover, in general, can be divided into level 1. Focus on the perspective of individual variables employee turnover of individual employees perceive the angle from the research work focused on the satisfaction the role of individual variables to the separation process. For example, March and Simon proposed Mobley on this basis, the proposed The traditional model is the separation of job dissatisfaction → Find (alternative work) of the act → leave. However, Griffeth and Hom (2000) findings suggest that the traditional model of the effect of leaving the interpretation of behavior is not high, satisfaction of actual turnover behavior variation explained by the variance of only 3.6%. 2. The individual variables and organizational variables combining the analysis of employee turnover focus on research from the organizational variables to job satisfaction, the role of individual variables such as a combination of both process performance. Price was constructed in 1977, organizational variables and individual variables more clear causal relationship between the models. The model discussed wages, communication, centralization, and other antecedent variables on job satisfaction, and thus the impact on the turnover behavior, and job opportunities in the job satisfaction and turnover regulate the behaviors. Gabris and Ihrke (2001) study focused on employee perceptions of performance evaluation, the study found an appropriate way, distributive justice, procedural justice, and the three aspects of the link between job satisfaction. Allen et al (2003) to support staff's perception of Human Resource Management, organizational support is conducive to the improvement of feel, and feel that the organization support employee exit behavior is counterproductive. However, Griffeth and Hom (2000) through the relatively small sample of empirical research conducted on the reasons for departure from the multivariate analysis shows that pay equity, corporate participation, and the perception of growth opportunities exist for smaller separation reaction . The relatively weak impact of that these practices may be an indirect determinant of turnover, therefore, to organize the variables to explain individual employee turnover behavior is still controversial. 3. Focus on the organization's employee turnover variable angle of 80s from the 20th century, the research base employee turnover gradually expanded, a number of human resource management practices on turnover relationship with the research, the staff Turnover as a measure of organizational performance indicators, carried out on the turnover rate of the whole organization. For example,[link widoczny dla zalogowanych], Huselid (1995) by 968 U.S. companies found that high performance human resource management, including a comprehensive recruitment and selection procedures, employee participation and training will reduce employee turnover, revealing the human resource management practices and employee turnover relationship. The departure of the organizational level, starting directly from the organization and management factors, research human resources management and employee turnover that exists between the inherent regularity, trying to leave human resources management and staff to establish a clear relationship between the bond reduced to grasp the root causes of turnover and retain key personnel. Although the overall organization perspective study on employee turnover point of view than other studies have great progress and explanatory power, but from the perspective of the whole organization of employee turnover angle relative to the individual perception of the research on employee turnover, only human resource management practices by means of interpretation of employee turnover, there is no interaction from the perspective of enterprises and employees to understand employee turnover, and this is precisely the scientific and effective management of employee turnover to be the key. The author believes that the current psychological contract breach and psychological theories of corporate employee turnover provides a new perspective. Third, based on the reasons for staff leaving the psychological contract of 1960, the U.S. administration Psychology Home mercy (EHSchein) was first introduced to the psychological contract management practices . He believes that the psychological contract is mutual expectations between employees far more than economic and material needs, the intangible, emotional needs for mental performance expectations for the organization and its members is the most important and most significant, it constitutes one the basic content of the psychological contract. In short, is the psychological contract between employees in the employment of individuals with each other what the other side should give the same time, what should be a subjective psychological contract, the core component is to employ both implicit unwritten mutual responsibility. When employees feel that they meet the expectations of the organization, the organization failed to fulfill their obligations, then psychological contract violation may occur. But the psychological contract violation beyond a certain limit to the employees, the perception, and not necessarily be interpreted as a violation, the staff more inclined to measure the angle from the positive behavior of their own. Therefore, not all will have a hostile psychological contract violation behavior or emotions (Rousseau, 1995; Turnley & Feldman, 1998). Therefore, if the employee psychological contract violation is perceived and understood as a breach, then the negative impact on behavior will result. By Turnley and Feldman's point of view, the psychological contract violation occurred, the staff is basically the reaction can be summarized into four categories: First, separation; the second is to reduce the performance of duties (in-role performance, staff to complete their official duties case); third is to reduce duties performance (extra-role perfor-mance, mainly organizational citizenship behavior, including the assumption of more responsibility, overtime, to help colleagues, etc.); fourth anti-social behavior occurs (antisocial behavior, including the fight against revenge, vandalism, theft, assault, etc.). Visible, psychological contract violation, the employee behavior is an extreme departure. In addition, staff is also reflected in complaints, comments, loyalty down, etc., which manifested in the psychological contract violation exists after the leaving tendency Qaeda lost its attractiveness to employees, staff from leaving the organization's attitude and ideas, also depends on the degree of psychological contract violation and the labor market, trade unions and the organization of the compensation measures the combined effect of other factors. That is, after the psychological contract violation may prompt performance of these employees have a turnover intention, of course, may not have turnover intention, turnover intention, psychological contract violation is a necessary condition but not sufficient condition.